Our aim in this study was to determine students’ and teachers’ attitudes towards cheating in assessing students’ performance. We used mixed methodology and the main research method was a case study. We aimed to describe how our respondents: 1. recognize ethical misconduct in several situations given through case studies, 2. understand the roles of each subject involved, 3. predict consequences of the EM and how they understand its possible causes, 4. create individual answers to EM or resolve problem situations. The (...) research sample of students includes participants from three basic study programs and two postgraduate programs in the field of education. A sample of teachers was obtained from a number of faculties by random selection. Our respondents have identified most forms of EM reasonably well, although in some situations, the respondents recognized other errors as EM. Therefore, the issues of ethics are not completely clear to all respondents, which leads to the conclusion that universities must organize training in this field. Both groups of respondents understand EM in a similar way, and whether it is a professor or a student who commits EM has not affected their responses. Our results suggest that it is necessary to work on the prevention of fraud by discussing the consequences, by learning ethical reasoning, by developing functional strategies of learning for the purpose of preventing fraud. (shrink)

We propose a model that identifies the configurations of relations between environmental practices and other management practices that can improve employee performance, measured as labor productivity. To test our model, we use the qualitative comparative analysis methodology, which allows us to demonstrate empirically how different configurations of management practices, including environmental practices, quality management systems, teamwork, and interorganizational relations, contribute to work systems in ways that increase labor productivity. Our results, based on data from 4,975 employees from 1,866 firms, show (...) that environmental practices are associated with higher labor productivity only when they are combined with other management practices. (shrink)

Corporate sustainable innovation is a major driver of institutional change, and its success can be largely attributed to employees. While some scholars have described the importance of intrinsic motivations and flexibility to facilitate innovation, others have argued that constraints and extrinsic motivations stimulate innovation. In the context of sustainable innovation, we explore which employee work practices are more conducive to firm-level innovation in corporate sustainability. Our results, based on a sample of 4640 French employees from 1764 firms, confirm the positive (...) impact of intrinsic motivations, and the negative impact of job strain, on corporate sustainable innovation. We also find that extrinsic rewards, through pay satisfaction, counteract the negative effect of job strain to promote sustainable innovation. This indicates that intrinsic and extrinsic rewards can work in tandem to facilitate sustainable innovation. (shrink)